Continuous Improvement
Continuous Improvement (CI) isn’t a new idea. It originated from the post-war manufacturing revolution, most notably embedded in Toyota’s lean production system, with the Japanese philosophy of Kaizen—meaning “change for the better.” Over time, CI evolved into a foundational principle of supply chain excellence, rooted in the belief that every process, no matter how good, can be made better. In today’s environment—where volatility, rising expectations, and digital acceleration are constants—CI is no longer optional. It’s the difference between surviving and thriving.
When done well, CI eliminates waste, streamlines operations, and unlocks performance across teams. I’ve seen it drive real results—from reducing pick times in a distribution center by 30%, to increasing forecast accuracy by double digits through better process collaboration. It’s not just about speed or cost—it’s about creating systems that adapt.
But most importantly, CI isn’t a one-off project. It’s a mindset. And when adopted culturally, it becomes an engine for growth, engagement, and resilience.
Across industries, Continuous Improvement has consistently delivered impressive results. Toyota, the originator of Kaizen, famously reduced project lead times by 50%, dramatically increasing responsiveness and efficiency. Meanwhile, Procter & Gamble leveraged Lean Six Sigma to slash changeover times on detergent packaging lines by approximately 50%, boosting production flexibility and overall equipment effectiveness. Amazon, too, has embraced CI principles—streamlining fulfillment and last-mile operations by optimizing warehouse layouts and reducing package handling delays, which has improved speed, accuracy, and customer satisfaction. These examples demonstrate that when CI is embedded in both culture and operations, it becomes a powerful strategic advantage, not just a cost-cutting exercise.
Last year, I had the opportunity to sponsor and participate in a Continuous Improvement workshop focused on mapping our end-to-end processes. The session was brilliantly led by Elisa Benitez and supported by Eva Marchiando, bringing together voices from across functions. Together, we visualized how work actually flows—not just how we thought it did. That clarity allowed us to identify gaps, duplication, bottlenecks, and friction points. More importantly, it created alignment - people saw where they fit in, where they could make a difference, and where small changes could yield big impact.
The biggest misconception about CI is that it means constant reinvention. In reality, it’s about small, measurable improvements done consistently over time. That requires alignment across leadership and teams on:
What success looks like—Are we reducing cost? Increasing speed? Improving quality?
How long it will take—CI is a journey, not a sprint.
Who owns what—Ownership must be clear, shared, and supported.
If you don’t define success up front, you risk disengagement. People need to know why they’re improving and what “better” means.
Continuous Improvement is only as good as its follow-through. To ensure progress sticks, it’s essential to create visibility, review regularly, celebrate wins and, most importantly, revisit and refine. Use KPIs and dashboards that show baseline vs. target., embed CI into team huddles, retrospectives, or ops reviews. CI isn’t linear; improvements sometimes reveal new problems and that is a benefit! Ultimately, CI becomes sustainable when it’s not seen as extra work, but simply how we work.
In the most resilient, customer-focused supply chains I’ve seen, CI isn’t a department or a side-of-desk project. It’s a habit. A culture. A shared language of progress.
The best supply chain leaders don’t chase perfection—they chase better. Better flow, better visibility, better service, better workdays. That’s the promise of continuous improvement. And it starts, always, with asking the simple but powerful question: “What’s one thing we could do better tomorrow?”